Uncovering the influence of commitment to low-carbon operations management on manufacturing carbon performance

Purpose Based on social exchange and resource dependence theories, this research investigates how manufacturing firms’ commitment to low-carbon operations management (CLCOM) prompts manufacturing carbon performance (MCP) through low-carbon supply chain collaboration (SCC), as well as the moderating role of supply chain risk management (SCRM). Design/methodology/approach This study verifies the hypotheses employing hierarchical regression analysis and bootstrapping methods through an online survey of 297 Chinese manufacturers. Findings The results demonstrate that manufacturers’ low-carbon SCC mediates the influence of affective and continuance CLCOM on MCP. SCRM dampens the link between affective CLCOM and low-carbon SCC. Further, SCRM heightens the relationship of continuance CLCOM–low-carbon collaboration with suppliers, but does not enhance the level of continuance CLCOM–low-carbon collaboration with customers. Originality/value This research contributes to the theory and practice area by unveiling the “black-box” of the CLCOM–MCP relationship and considers SCRM’s moderating effect.